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Related Experiment Videos

Choosing strategies for change.

J P Kotter, L A Schlesinger

    Harvard Business Review
    |February 11, 1979
    PubMed
    Summary
    This summary is machine-generated.

    Organizational change can be beneficial, but employees often resist it. Understanding the four key reasons for resistance and employing targeted strategies can help managers navigate workplace transformations effectively.

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    Area of Science:

    • Organizational Behavior
    • Management Science
    • Social Psychology

    Background:

    • Organizations require continuous adaptation to remain competitive.
    • Rapid change can be perceived as a threat by employees, leading to resistance.
    • Effective change management is crucial for organizational success.

    Purpose of the Study:

    • To identify the fundamental reasons behind employee resistance to organizational change.
    • To outline strategies for managers to overcome resistance to change.
    • To provide a framework for addressing different types of opposition to change.

    Main Methods:

    • Analysis of common psychological and organizational factors contributing to resistance.
    • Categorization of resistance behaviors.

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  • Development of a situational approach to managing change.

    • Main Results:

    • Identified four primary reasons for resistance: loss of control, differing perceptions, fear of the unknown, and lack of understanding.
    • Proposed various methods to address resistance, including communication, participation, and support.
    • Highlighted the importance of tailoring management approaches to specific resistance types.

    Conclusions:

    • Resistance to change is a natural human response, but it is manageable.
    • Understanding the root causes of resistance is key to developing effective interventions.
    • Managers can successfully implement change by employing empathetic and strategic approaches.